Alexander Grishak Biography

Alexander Grishak, Familia: “A little more-and the number of our loyal buyers is equal to the population of St. Petersburg” Alexander Grishak, Familia: “A little more-the number of our loyal buyers will be equal to the population of St. Petersburg” The time of the publication: September 12th year: Interview Director for the Development of Retail of the Federal Off-PRICE stores of Familia about how they are opened stores and the goods are selected as the company achieves low fluidity and rapid development.

And what are the discoveries for the end of the year? We focus on the number in stores. It is possible that there will be more of them. I noticed that the new store is on two floors, and it is somewhat torn. The plus is that they took the site on the ground floor or in something else? This is a rare, but not unique story for retail in Russia. Any retail specialist will say that it is convenient when one large square site.

But there are exceptions when a vertical layout is a successful option - a kind of shopping center in a shopping center. In particular, we have a wonderful store in Odintsovo, which works on two floors. Recently we opened such a store in Rostov. Its total area of ​​the square. In Sokolniki, Familia has an excellent location on the ground floor and very convenient for the buyer on the second - with an assortment for women.

From the point of view of operations there is an additional load, but it is for visitors that this is a good solution. Given that this is a small shopping center that has been operating for several years, and we joined the existing landscape, I consider the decision very successful. What is the distribution of a male and female assortment? Not offense to men: women are well versed in fashion, in brands.

This is our main audience. Any man will say: everything we do is for women. In business, the rules of life do not change smiles - approx. You conducted a tour of the store for beginners, and collected a group of employees from all over Moscow. Why is this and how much is this practice standardized? Within the framework of the adaptation program, we regularly collect new employees from all departments of the office and the distribution center and familiarize themselves with the features of the store.

In the group that you saw, there were financiers, and baires, and lease employees, and analysts. Their functions differ from those that are realized in the store itself, but when you work in retail, you must understand well what the company is doing, in what format, for what. For beginners, this is an opportunity to get acquainted with the main boss - our buyer. And all new office employees and the RCs come to the opening of the store - they get acquainted with buyers, answer questions that have already plunged in the theoretical part of the adaptation: assortment, brands, deliveries frequency, and so on.

The next stage of adaptation is the work in the store as an employee of the trading floor: weighting and placement of goods, assistance in the cash zone, and then as an employee of the Familia distribution center. It is very important to immerse in the key processes of the company, into the atmosphere of retail, to allow the next shoulder to feel. After all, we are one big team, family.

And this is our velkom process. Do they have any job responsibilities in this regard? Stand up for the cash desk or work out with ten clients? There are no responsibilities and KPI. The main task is assisting. Because the work, for example, at the checkout without preparation is complex, but we trust some basic operations, they are also useful. I have this chip: I sometimes like to stand on the cashier.

Because at the opening of new stores we usually have a super -mesh, there are a lot of buyers - up to 15 thousand a day, and I try to participate in all processes. It happens that our operating director rises at the neighboring cashier. Probably, at that moment we are the most expensive cashiers in the city laughs - approx. And we usually put adaptable employees on simple operations - issuing loyalty cards to new customers, packaging purchases, and a weighting of things from the fitting rooms.

And in further work, these people will still return to stores? Do you have a demand for each employee to come to the store once at some period? Yes, the office employees regularly, about once a year, should go to the fields: work day in a store or in a distribution center. In order not to forget, in the name of which the daily work of each of us. We conduct this story in a competitive format.

Now the trend is gamification, and we fill it with “field” outputs: who will do more for a certain period of time or who will complete a specific task faster. We share the teams that we mix from employees of different departments, measure the results, we reward the winners.

Everyone participates - from junior managers to general director. This is a very successful practice, a kind of Tim-booking, everyone with pleasure plunges into the process. See also: Nikolai Kozak, Leroy Merlen: On transformation in culture, information systems and logistics of the company, how long is the story with the discovery? I heard that you were preparing for six months.

No, what are you.We are much fastest. The record discovery that I had, this is a period of 13 days - from the moment the lease agreement is signed to open the store doors. This happened in Veliky Novgorod. There we sent an experienced manager from our St. Petersburg store, and the rest of the employees were taught on the spot. In the "Kashirskaya Plaza" we opened in 25 days, and we started with Shell and Core.

It was coordination with professionals in terms of development. On the night before the opening, many office employees came to help - to hang the goods, to lead a gloss. And by morning the store was in excellent form, it completely transformed in just three days we really try to work quickly. The longest stage of the entrance is preliminary negotiations, especially with the owners and especially in Moscow, the selection of locations.

If we are talking about places such as this shopping center in Sokolniki or a number of other shopping centers that are in the center, then negotiations are often delayed because the owners, having intentions to change their areas, transform into a more modern format, cannot always do this quickly. If we occupied the standard format for a KV for Fashion Rostiz. But our typical sq.

For what period do you begin to select employees? According to the situation. We have a personnel reserve that we promote. We understand in advance who will be in a particular store manager. We gain linear employees in three weeks. We have a good adaptation and training team. Difficulties arise when we go to the new region - you need to quickly find staff and integrate it into our format, which has its own characteristics.

For example, when we opened in Krasnoyarsk, we brought a team that trained everyone - employees of the new store adapted quickly. And how much will it remain in three months of those people who were hired for opening? The selection is multi -stage, and we try to select really high -quality staff. We do not have some hard work, but it requires inclusion. This is not a boutique with a couple of customers and a lot of free time.

We have clearly built processes, and they need to support: frequent supplies of goods - daily or at least several times a week, rapid turnover, a very wide range and strict standards in terms of merchandising. We have a portrait of an ideal employee, and we check with him when selecting staff. A huge number of buyers come to the opening of us. Record - almost 16 thousand visitors per day with an area of ​​meters.

If one of the employees leaves in the first months, then there was an error in the distribution of the load on the days, primarily before the opening. We try to take away people who are interested in working in our format - and it is unique. Which are absolutely team players, at the same time active, positive, extroverts. If a person came with the intention of “sitting out”, he will not linger with us.

How high is material motivation in comparison with competitors? We try to keep salaries just above the market, and this allows us to hire the best staff, to maintain less fluidity. We really have low fluidity for retail - there are those who have been working for years. But our format is special, you are the first every day: we are constantly expanding the assortment, experiment with new product groups, we are engaged in customization.

This is all exciting, interesting. You talked about the personnel reserve program. If a person says that he wants to be in a personnel reserve, then how much will he grow? How real is it at all? This is a very cool program, I personally participated in the last two sessions, and the guys came from all cities of the country. We show shops, office, conduct training throughout the functionality.

If we talk about the growth period, then there is no standard period - it can occupy both several months and a year: it depends on both a person and on the pace of development in a particular territory. Last month, for example, there were two appointments from the personnel reserve at the positions of managers in Rostov-on-Don-there we opened two new stores with a difference of three weeks.

The key issue in the transition of an employee from a personnel reserve to current managers is most often associated with the level of mobility.